Goal-Based Learning and the Future of Performance Management

All levels of government have begun to pursue results-based reforms, which assume that managers will use performance information to make better decisions. However, reforms have neglected the insights of a large and relevant literature on organizational learning. This article revisits this literature, treating results-based reform as an organizational learning mechanism and a deliberate structural effort to induce learning. From an organizational learning perspective, most results-based reforms target narrow process improvement (single-loop learning) rather than a broad understanding of policy choices and effectiveness (double-loop learning), even though the latter is more critical for long-term organizational success. Case evidence from state governments illustrates single- and double-loop learning and the importance of two frequently neglected aspects of organizational learning: learning forums—routines where performance information is deliberately examined—and the role of organizational culture in enabling or limiting learning.     

Agrarian structure,foreign investment in land,and land prices in Brazil

The recent global rush for farmland in Latin America has produced a dramatic increase in the level of foreign investment in land in Brazil. The current trend accentuates the ongoing process of foreignization of agriculture associated with the production of grains, sugar, ethanol and other commodities, increasing land prices. In response, the Brazilian government reestablished a legal mechanism for ‘controlling’ land-based foreign investment which has proven neither efficient nor effective in solving land concentration. This paper examines this issue by analyzing the causes of the increase in investment as well as the consequences of this process with respect to land prices, critically situating land-based investments and the government's policy response in a broader discussion of the demands of agrarian social movements.     

Twentieth‐century rural England: A case for ‘peasant studies'?

Reed and others have argued for the continuing existence of a peasantry in nineteenth‐century England. The present article uses the instance of an upland Yorkshire area to suggest that a ‘peasantry’ continued there until the mid‐twentieth century sustained and to some extent re‐shaped by trends in the national agricultural economy. Family‐centred farming on small acreages, low rents and capital inputs, flexible attitudes to work and the dual economy proved efficient mechanisms for surmounting economic conditions which were often disadvantagous to larger farmers. Investigation of other areas of England for similar phenomena is invited.     

Employees' provident fund organization: Empowering members by digital transformation

Employees' Provident Fund Organization (EPFO) was established by the Government of India with the purpose of ensuring financial and social security for industrial workers and their dependents. With more than 150 million accounts of its members, EPFO is the world's largest social security organization. Operational processes of EPFO were riddled with over emphasis on rules and regulations but were weak on transparency, accountability, effectiveness, and efficiency. Consequently, the primary purpose of social security of industrial employees was compromised. Business process reengineering combined with adoption of Information and Communication Technology (ICT) and social media brought a sea change to the functioning of EPFO. This paper documents the transformation of EPFO from a bureaucratic, opaque organization to a customer-centric, stakeholder-friendly, transparent, and accountable organization.     

Blending issues and stakeholders: in pursuit of the elusive synergy

Two separate frameworks have existed for the analysis of social predicaments in which businesses play a role: issues management and stakeholder management. In this paper, we argue that the chasm dividing these two literatures is artificial, and potentially obstructive to the advancement of our knowledge of the position of business in contemporary societies. The position we take in the present paper is that all social predicaments have an issues side as well as a stakeholder side and that a dual focus on both issues and stakeholders is therefore essential to understanding the evolution of these predicaments and crucial to managerial dealings with these issues. We present an integrative co-evolutionary framework, explaining the dynamics between issues and stakeholders in all consecutive stages of a predicament's evolution. The framework proposes a new way of thinking about issues and stakeholders, as such facilitates a deeper understanding of how the social environment of business is constituted, and offers new insights for the practical management of issues and stakeholders.